net work shop for network creation

copyright © patti anklam 2007

Net Work:Building and Sustaining a

Network

Patti Anklam

June 24, 2009

A NetWorkShop

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Outline for the DayTime Goal

10:00 – 10:15 Introductions & goals for the day

11:00– 11:30 Personal networks and their role in network development

11:30 – 12:00 Tools for Net Work

12:00 – 12:30 Lunch. Conversation topic to be identified

12:30 – 1:00 Mapping the Apprenticeship network – social network map

1:00 – 1:30 Mapping the Apprenticeship network – value network map

1:30 – 2:30 Overview of collaboration software and internet tools, including demo

2:30 Break

2:45 – 4:15 Putting it together and making it work

4:15 – 4:30 Wrap up; final thoughts, close4:30 – ~5:30 Additional conversation as needed

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Goals

Prepare you to launch an apprenticeship network Understanding networks Using collaborative tools Setting up for success


About Networks

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Networking is about making and leveraging personal connections

How I got here today: I met Beth Kanter via John Smith, whom I know from CPsquare. Beth and I connected at a workshop for Rare Conversation. She then referred me to you, the client.

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Net Work is about identifying, creating, and sustaining networks

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What is a network?

“An interwoven or interrelated number of things…”

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Your networks

Groups and organizations that you belong to Formal networks Informal networks

The individuals you interact with, have relationships with, and to whom you can reach out

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Formal networks

Often centralized or hierarchical Fixed relationships Defined patterns of

information flow

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Informal networks

“How work gets done” Key people exchange ideas

and pass information Drive social capital

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History of the Network Perspective New York Times, April 3, 1933


1967: Six Degrees of Separation

Stanley Milgram, Yale University

OmahaBoston


The new science of networks

Beginning in the 1990’s computer science made it possible to map and analyze large networks

Beginning in 2002-2003, the network insights started to become accessible


BusinessWeek, February 27, 2006


What we learned from the science Networks can be drawn Relationships (links) among people (nodes) can be

analyzed: Counted, summed, averaged Grouped, segmented

Patterns matter

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Purpose Structure Style Value

The network view provides access to understanding a network’s properties


Network Properties: Purpose

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Aid and support people, environmentCreate economic

gain for stakeholders

Generate and collaborate in

creating and using ideas

Practice-focused learning and personal development

Nurture emotional and affiliative relationships


Purpose drives the design factors

What networks are you in? What would these look like if

you drew them? What do the leadership

models look like for these? What roles do you play in

each of them? What value do you receive

from them? What value does the network

itself produce?


Your Networks

Network

Bu

siness

Learn

ing

Idea

Missio

n

Perso

nal Your Role

Family *

Friends *


Network Properties: Structure

Heterarchy: TeamsHub and Spoke: Starting Context

Core/Periphery: Healthy End State

Random Connections: Discoverable

Hierarchy: Command and Control

Stovepipes


The structure changes as the network grows

Scattered Clusters

Multi-hub Small World Source: Valdis Krebs

Core/Periphery

Hub & Spoke


Structure of Ties

Strong ties: Close, frequent Reciprocal

Weak ties Infrequent interaction No emotional connection

Absent ties No personal connection beyond “nodding”


Patterns of Individual Roles

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Peripheral specialistsInformation broker

Central connector

Influencer


Different structures for different types of work

Functional Need Network “Need”

Complex knowledge transfer (teams)Strong tiesPeople aware of each other’s knowledge

Simple knowledge transferWeak ties are sufficient

Simple coordinationHub and spoke network

Transformation, change managementStrong ties from the hub to central connectors in sub-networks

Complex coordinationDense, de-centralized network

InnovationExtensive weak ties to diverse groups

Public good, field & policy networksStrong and multiple ties to diverse groups

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Network Properties: Style

What are members like? How does it “feel” to be in the network? How does it engage its members? How is it led?


Locus: Place, Space, and Pace

Physical place Campaign events bring the networks into a physical place

Virtual space Internet interactions, collaboration spaces, email

conversations, etc. Pace

Frequency of interactions in the network


Culture

Core values, shared values Trust and reciprocity Transparency Shared symbols, rituals, language Appropriate to the current culture and norms

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Types of interaction

Transactional Exchange of explicit information Driven by action, tasks, commitments

Knowledge-based Structured in a learning network Implicit sharing

Personal Developing stronger ties by sharing information about

yourself


Style orientations

Collaboration Connection

Network Individual

Top-down Emergent

Closed Open

Outcome Discovery

Transaction Knowledge

Tangible Intangible


Network Properties: Value

What value is associated with the network’s purpose?

WII-FM (“What’s in it for me?”) Connections? Knowledge? Competencies? Resources? Something else?

How does value flow within the network?


Ways to think about Value

A senior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.


Summary

You can characterize networks by looking at purpose, structure, style, and value properties

Creating and sustaining successful networks means paying attention to all of these attributes


Personal Networks


Your personal (“ego”) network

You and the people you are connected to The connections among them The people they can connect you to


Personal network activities

Create and sustaining relationships Asking for help Helping when asked Creating ties and links – making introductions What are the ways that you sustain your relationships?

Purposeful maintenance Looking for effective structure Watching for diversity


Effective personal networks

Dunbar’s number: 150 Your network

Family & close friends Work colleagues Activity friends

You can map your personal network

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Exercise: Mapping Your “Ego” Network


Views of the personal network

Leader Sponsor Leader Core member Active participant Peripheral member

Position

Composition

Role(s)


The sum of your personal networks… Contributes to the overall success of the

Apprenticeship network How can you leverage your existing

relationships and bring them into the network? Are you a broker? Able to make connections? Are you good at keeping a group “on the same page”? Do you contribute expertise when called on? Do you pass information across group boundaries?


Tools for Net Work


Tools for Net Work

Design Purpose, structure, style, and value

Examination Assessments, surveys, interviews Organizational network analysis Value network analysis Complex sensemaking

Transition Shift purpose, structure, style, value


Design a network

Purpose Structure Style Value

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Charter


Using a map to design a network

New England Healthcare Institute (NEHI) Transformation of healthcare Based on collaboration

among all constituentsto identify and solvespecific systemicproblems

Healthy interpersonalnetworks was a happyside effect


Tools for Examination: ONA

Organizational network analysis (ONA) Often referred to by more generic term, SNA (social

network analysis), an emerging competency among businesses and nonprofits

View of personal interactions among individuals

A senior VP, the VPs reporting to him, and their reports understood when they saw this map of their interaction frequency, that they were not as collaborative as they prided themselves on being.


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Methodology for ONA – “Full” Network

Understand the context Collect data – surveys, interviews Analysis

Visual Mathematical

Interpretation Action

• Colors indicate geographic regions• #25 is the network leader• #14 is due to retire next year


Tools for examination: VNA

Value Network Analysis (VNA) Pioneered by Verna Allee, a rich methodology View of the web of relationships that generates economic

or social value

A senior VP in the professional services arm of a large telecommunications equipment provider said that it was “scary” that the customer feedback from the delivery of services went only to the operational arm of the company and not the organization charged to innovate in service development.


Tangible exchanges represent deliverables

GREEN = Tangibles

Educators

Funders

SchoolDistrict

TechnologyCompanies

Students

Classes

ITLiteracyProject

Salary

Curriculum

Software

CourseMaterials Funding Funding

Venue

Time

Funding forSalaries

ProgramPlanning

Instruction

Coaching

Hardware

Equipment

Materials

Skills

ProgramFulfillment

Report

ClassReport

ProgramPlanning


Educators

Funders

SchoolDistrict

TechnologyCompanies

Students

Classes

ITLiteracyProject

Salary

Curriculum

Software


Venue

Time

Funding forSalaries

ProgramPlanning

Instruction

Coaching

Hardware

JobApplicants

BrandLoyalty

ExpandedCurriculum

Prestige

Passion

Equipment

Materials

SkillsCompany

Connections

BrandImage

Prestige

ProgramFulfillment

Report

ClassReport

Recognition

Recognition

Recognition

Recognition

Prestige

Prestige

EmployeeSatisfaction

Volunteers

Feedback

Satisfaction

ProgramPlanning

Intangible exchanges reflect richer sources of value

GREEN = Tangibles

BLUE = Intangibles


The Life Cycle of Networks


Managing Networks

You can’t manage a network, you can only manage its context

Slight alterations in the structure can create significant change over time

Look for “safe-fail”experiments


Lunch Topic:

Talk about a successful network that you are part of.Why do you think it’s successful?What lessons would you take from it?


ApprenticeShip NetworkSocial Network Map

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The Sum of your Personal Networks


The Value Network

Educators

Funders

SchoolDistrict

TechnologyCompanies

Students

Classes

ITLiteracyProject

Salary

Curriculum

Software


Venue

Time

Funding forSalaries

ProgramPlanning

Instruction

Coaching

Hardware

JobApplicants

BrandLoyalty

ExpandedCurriculum

Prestige

Passion

Equipment

Materials

SkillsCompany

Connections

BrandImage

Prestige

ProgramFulfillment

Report

ClassReport

Recognition

Recognition

Recognition

Recognition

Prestige

Prestige

EmployeeSatisfaction

Volunteers

Feedback

Satisfaction

ProgramPlanning


Value Network Analysis Process

Identify the network Identify the participants Understand the roles Distinguish tangible and intangible


Technologies for Net Work


Let’s talk technology: LinkedIn


Living life online: Facebook


Constant conversation:Twitter


Social Media – What’s the Point? Maintain relationships Situational awareness

Daily or weekly travel or whereabouts Significant changes

Hear about ideas, resources you might not be seeking out but that are relevant to you

Obtaining personal insights into professional colleagues leads to more trusting relationships

Making explicit new connections as you see the need


Collaboration Spaces

“Corporate” heavyweights: Microsoft SharePoint Lotus SamePlace

Software “in the cloud” Ning Groupsite Huddle


Collaboration Platforms – Ning


Making it Work


Step 1: Making What Work?

Be clear on the purpose Connect? Collaborate? Connect and Collaborate?

Members Who’s in the map? Who should be on the map?

What are the online tasks and engagements


Step 2: Create Scenarios

What are the specific ways that users will collaborate?

What “objects” will they collaborate with? Pages Files Discussions

How do the exchanges in the value network map actually happen?


Exercise: Scenario Seeking

Think of a work collaboration “event” You wanted to share a document You needed something from someone You wanted to work with someone You wanted comments on a plan or a document You wanted ideas

What happened? Tell it to your neighbor Neighbor: take notes Switch Note takers report back highlights. What did you hear?


Scenarios determine requirementsCollaboration function Needed? How much?

(1-5)

Have a discussion

Post files

Review a document

Find out about other people

Know what others in the network are doing

Keep a running diary of what’s going on

Have a shared calendar of events

Manage tasks and due dates

Send email to everyone in the group

Comment on files

Share and organize hyperlinks


Step 3. Match needs to available toolsCollaboration function Ning Groupsite Huddle

Have a discussion

Post files *

Review a document

Find out about other people

Know what others in the network are doing

Keep a running diary of what’s going on (blog)

Have a shared calendar of events

Manage tasks and due dates

Send email to everyone in the group

Comment on files

Write pages (wikis)

Have workspaces


Free tools have limits

Support only if you pay for it All require some kind of upgrade to

Remove the ads Add your own logo, special look and feel

Storage maximum: Groupsite: 25MB free for files, then $9/mo for up to 3GB Huddle: 1GB free, then $10/mo for up to 2.5GB Ning: 10GB free, then 9.95/month for 10GB more


Step 4. Assign Roles

Role General Description

Director/Leader Responsible for outcomes (mission, business networks)Responsible for clarity (idea, learning networks)

Organizer Starts up the network, invites key people, sets up the initial structure and charter

Funder Provides financial support for network activities

Facilitator Manages interactions, either or both online and face-to-face

Weaver Connects people within the network and brings people into the network

Coordinator Sets up logistics of meetings, convening, and agendas

Technology steward Sets up, maintains technology platform(s); trains people and acts as help desk


Step 5. Pilot a space

Identify the steward Bring a small number of people into the space Populate the space

Files Discussions Events

Lessons learned Is the file folder structure ok? Do people need more training? What will make it successful?


Tips for Success with Online Groups Everyone is clear on the purpose Roles and responsibilities are clearly defined “How to”s for scenarios are clearly documented Everyone who needs help learning and getting used to

the tool should have the help they need There must be an active steward whose job it is to keep

the community active Listen to what members say and make changes when

you need to Make sure the content is valuable to the members Put things in the space that people cannot get

elsewhere


It’s Connection AND Collaboration Keep weaving the net Engage members who are not using the space

What’s in the way? How can you help?


Ways to improve connections

Ways to change patterns in networks

Methods

Create more connections Make introductions through meetings and webinars, face-to-face events (like knowledge fairs); implement social software or social network referral software; social network stimulation

Increase the flow of knowledge

Establish collaborative workspaces, install instant messaging systems, make existing knowledge bases more accessible and usable

Discover connections Implement expertise location and/or; discovery systems; social software; social networking applications

Get more knowledge and input from the outside

Social software; blogs, wikis; shift knowledge to the edge

Strengthen weak ties Assign people to work on projects together

Change individual’s behavios

Create awareness of the impact of an individual’s place in a network; educate employees on personal knowledge networking

Get new ideas Add nodes; connect and create networks; encourage people to bring knowledge in from their networks in the world


Patti AnklamNow offering NetWorkShops

[email protected]://pattianklam.com/

Blogs: http://www.byeday.net/weblog/networkblog.html http://www.theappgap.com/?author_name=panklam

Net Work: A Practical Guide to Creating, Leveraging and Sustaining Networks at Work and In the World

Elsevier/Butterworth-Heinemann 2007

Thank You!

mailto:[email protected]

http://pattianklam.com/

http://www.byeday.net/weblog/networkblog.html

net work shop for network creation

Technology

network properties

network insights

networks properties

valuethe network view

sustaining networks

net work

design factorswhat networks

donekey people